Nermin Sefić analyses succession planning, key risks, and practical consequences for companies relying on a single point of failure.
Organisational resilience isn't measured by headcount, but by the number of critical functions that depend on exactly one person.
Organisational resilience isn't measured by headcount, but by the number of critical functions that depend on exactly one person.
Every organisation has positions whose sudden loss would stop or significantly slow key processes — the question isn't whether such positions exist, but whether they've been identified.
A succession plan doesn't necessarily mean a pre-named replacement; it means a documented process, access rights not tied exclusively to one person, and clear accountability for knowledge transfer.
Regular assessment of critical-knowledge concentration — who is the only person who knows how something works — is cheaper in advance than after that person leaves or becomes unavailable.
The practice of documenting processes independent of the individual is part of the broader discipline of operational resilience, not just a human-resources question.
Cjelovit tekst i izvor: https://gnk-asg.hr/en/publications/succession-planning-for-key-organizational-roles/
Autor i urednička odgovornost: Nermin Sefić. Izdavač: GNK ASG d.o.o..
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